Área de Conocimiento 01, Gestión de Integración.

1. Chapter
2:
Project
Integra2on
Management
Stevbros
Training
&
Consultancy
www.stevbros.edu.vn
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Project
Management
Fundamentals
1
PMI,
PMP
and
PMBOK
are
registered
marks
of
the
Project
Management
Ins9tute,
Inc.

2. Overview
Ini%a%ng
process
group
Planning
process
group
Execu%ng
process
group
Monitoring
&
controlling
process
group
Closing
process
group
Project
management
integra%on
• Develop
project
charter
• Develop
project
management
plan
• Direct
and
Manage
Project
Execu2on
• Monitor
and
Control
Project
Work
• Perform
Integrated
Change
Control
• Close
Project
or
Phase
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Project
Management
Fundamentals
2

3. Develop
charter
• The
process
of
developing
a
document
that
formally
authorizes
a
project
or
a
phase
and
documen2ng
ini2al
requirements
that
sa2sfy
the
stakeholder's
needs
and
expecta2ons.
Copyright@STEVBROS
Project
Management
Fundamentals
3
(A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
4-­‐2
Page
66.)

4. Inputs(1/2)
1. Project
Statement
of
Work
• Business
Need:
organiza2on’s
business
need
may
be
based
on
a
market
demand,
organiza2onal
need,
customer
request,
legal
requirement,
technological
advance,
ecological
impact,
social
need.
• Product
Scope
Descrip2on
• Strategic
Plan:
organiza2on’s
strategic
goals
should
be
aligned
with
strategic
plan
2. Business
Case
• Provide
necessary
informa2on
from
a
business
standpoint
to
determine
whether
or
not
the
project
is
worth
the
required
investment.
• Typically
business
need
and
cost-­‐benefit
analysis
are
contained
in
the
business
case
to
jus2fy
the
project.
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Project
Management
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4

5. Inputs(2/2)
3. Agreement
• Agreements
are
used
to
define
ini2al
inten2ons
for
a
project.
Agreements
may
take
the
form
of
contracts,
memorandums
of
understanding
(MOUs),
service
level
agreements
(SLA),
le_er
of
agreements,
le_ers
of
intent,
verbal
agreements,
email,
or
other
wri_en
agreements.
Typically,
a
contract
is
used
when
a
project
is
being
performed
for
an
external
customer.
4. Enterprise
environmental
factors
• Organiza2onal
culture/structure,
governmental
and
industry
standards,
including
regula2ons
• Exis2ng
human
resources,
personnel
administra2on
systems
and
policies
• Company
work
authoriza2on
system,
project
management
informa2on
system
(PMIS)
5. Organiza%onal
process
assets
• Standard
project
life
cycles,
quality
policies
and
procedures,
financial
controls,
configura2on
management
and
change
control
processes,
risk
management
processes,
historical
informa2on.
Copyright@STEVBROS
Project
Management
Fundamentals
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6. Tools
and
Techniques
1. Expert
Judgment
• Other
units
within
the
organiza2on,
• Consultants,
• Stakeholders,
including
customers
or
sponsors,
• Professional
and
technical
associa2ons,
• Industry
groups,
• Subject
ma_er
experts
(SME),
and
• Project
management
office
(PMO).
2.
Facilita%on
techniques:
• Brainstorming,
conflict
resolu2on,
problem
solving,
and
mee2ng
management
are
examples
of
key
techniques
used
by
facilitators
to
help
teams
and
individuals
accomplish
project
ac2vi2es.
Copyright@STEVBROS
Project
Management
Fundamentals
6

7. Outputs
1. Project
Charter
• A
document
is
issued
by
the
Sponsor
or
Project
Manager
that
formally
authorizes
the
existence
of
a
project,
and
provides
the
project
manager
with
the
authority
to
apply
organiza2onal
resources
to
project
ac2vi2es.
Copyright@STEVBROS
Project
Management
Fundamentals
7

8. Develop
project
management
plan
• The
process
of
documen2ng
the
ac2ons
necessary
to
define,
prepare,
integrate,
and
co-­‐ordinate
all
subsidiary
plans
and
baselines.
Copyright@STEVBROS
Project
Management
Fundamentals
8
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
4-­‐3
Page
72.

9. Inputs
1. Project
Charter:
• output
of
the
Develop
Charter
process.
2. Outputs
from
Other
Processes:
• any
baselines
and
subsidiary
plans
that
are
an
output
from
other
planning
processes
are
inputs
to
this
process.
3. Enterprise
Environmental
Factors
• governmental
or
industry
standards;
PMBOK
for
ver2cal
market
(e.g.,
construc2on);
PMIS;
organiza2onal
structure,
culture,
management
prac2ces,
and
sustainability;
infrastructure
(e.g.,
exis2ng
facili2es
and
capital
equipment);
and
personnel
administra2on.
4. Organiza%onal
Process
Assets
• standardized
guidelines,
work
instruc2ons,
proposal
evalua2on
criteria,
and
performance
measurement
criteria;
project
management
plan
template;
change
control
procedures;
project
files
from
previous
projects;
historical
informa2on
and
lessons
learned
knowledge
base;
configura2on
management
knowledge
base.
Copyright@STEVBROS
Project
Management
Fundamentals
9

10. Tools
and
techniques
1. Expert
Judgment
• Tailor
the
process
to
meet
the
project
needs,
• Develop
technical
and
management
details
to
be
included
in
the
project
management
plan,
• Determine
resources
and
skill
levels
needed
to
perform
project
work,
• Define
the
level
of
configura2on
management
to
apply
on
the
project,
• Determine
which
project
documents
will
be
subject
to
the
formal
change
control
process,
and
• Priori2ze
the
work
on
the
project
to
ensure
the
project
resources
are
allocated
to
the
appropriate
work
at
the
appropriate
2me.
2. Facilita%on
Techniques
• Brainstorming,
conflict
resolu2on,
problem
solving,
and
mee2ng
management
are
key
techniques
used
by
facilitators
to
help
teams
and
individuals
achieve
agreement
to
accomplish
project
ac2vi2es.
Copyright@STEVBROS
Project
Management
Fundamentals
10

11. Outputs
1. Project
management
plan
• is
the
document
that
describes
how
the
project
will
be
executed,
monitored,
and
controlled.
It
integrates
and
consolidates
all
of
the
subsidiary
plans
and
baselines
from
the
planning
processes.
Copyright@STEVBROS
Project
Management
Fundamentals
11

12. Project
management
plan
vs.
project
documents
Copyright@STEVBROS
Project
Management
Fundamentals
12
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Table
4-­‐1
Page
78.

13. Direct
and
manage
project
execu2on
• The
process
of
leading
and
performing
the
work
defined
in
the
project
management
plan
and
implemen2ng
approved
changes
to
achieve
the
project’s
objec2ves.
The
key
benefit
of
this
process
is
that
it
provides
overall
management
of
the
project
work.
Copyright@STEVBROS
Project
Management
Fundamentals
13
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
4-­‐6
Page
79.

14. Inputs
1. Project
Management
Plan
• output
of
the
Develop
PM
Plan
process
2. Approved
Change
Requests
•
output
of
the
Perform
Integrated
Change
Control
process,
and
include
those
requests
reviewed
and
approved
for
implementa2on
by
the
change
control
board
(CCB).
• the
approved
change
request
may
be
a
correc2ve
ac2on,
a
preventa2ve
ac2on,
or
a
defect
repair.
3. Enterprise
Environmental
Factors
• organiza2onal,
company,
or
customer
culture
and
structure
of
the
performing
or
sponsor
organiza2ons;
infrastructure;
personnel
administra2on;
stakeholder
risk
tolerances
(e.g.
allowable
cost
overrun
percentage);
PMIS.
4. Organiza%onal
Process
Assets
• Standardized
guidelines
and
work
instruc2ons;
communica2on
requirements;
issue
and
defect
management
procedures;
process
measurement
database;
project
files
from
previous
projects;
issue
and
defect
management
database.
Copyright@STEVBROS
Project
Management
Fundamentals
14

15. Tools
and
techniques
1. Expert
Judgment
• other
units
within
the
organiza2on;
• consultants
and
other
subject
ma_er
experts
(internal
and
external);
• stakeholders,
including
customers,
suppliers,
or
sponsors;
and
• professional
and
technical
associa2ons.
2. Project
Management
Informa%on
System
• such
as
a
scheduling
tool,
a
work
authoriza2on
system,
a
configura2on
management
system,
an
informa2on
collec2on
and
distribu2on
system,
or
interfaces
to
other
online
automated
systems.
• automated
gathering
and
repor2ng
on
key
performance
indicators
(KPI)
can
be
part
of
this
system.
3. Mee%ngs
• Informa2on
exchange;
• Brainstorming,
op2on
evalua2on,
or
design;
or
• Decision
making.
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Project
Management
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16. Outputs
1. Deliverables
• any
unique
and
verifiable
product,
result
or
capability
to
perform
a
service
that
is
required
to
be
produced
to
complete
a
process,
phase,
or
project.
2. Work
Performance
Data
•
the
raw
observa2ons
and
measurements
iden2fied
during
ac2vi2es
being
performed
to
carry
out
the
project
work.
3. Change
Requests
• a
formal
proposal
to
modify
any
document,
deliverable,
or
baseline.
Requests
for
a
change
can
be
direct
or
indirect,
externally
or
internally
ini2ated,
and
can
be
op2onal
or
legally/contractually
mandated,
and
may
include:
correc2ve
ac2on,
preven2ve
ac2ons,
defect
repair,
updates.
4. Project
Management
Plan
Updates
5. Project
Documents
Updates
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Project
Management
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16

17. Monitor
and
control
project
work
• The
process
of
tracking,
reviewing,
and
repor2ng
the
progress
to
meet
the
performance
objec2ves
defined
in
the
project
management
plan.
The
key
benefit
of
this
process
is
that
it
allows
stakeholders
to
understand
the
current
state
of
the
project,
the
steps
taken,
and
budget,
schedule,
and
scope
forecasts.
Copyright@STEVBROS
Project
Management
Fundamentals
17
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
4-­‐8
Page
86.

18. Inputs(1/2)
1. Project
Management
Plan
• output
of
the
Develop
PM
Plan
process
2. Schedule
Forecasts
• are
derived
from
progress
against
the
schedule
baseline
and
computed
2me
es2mate
to
complete
(ETC).
For
projects
not
using
earned
value
management,
variances
against
the
planned
finish
dates
and
forecasted
finish
dates
are
provided.
3. Cost
Forecasts
• are
derived
from
progress
against
the
cost
baseline
and
computed
es2mates
to
complete
(ETC).
For
projects
not
using
earned
value
management,
variances
against
the
planned
versus
actual
expenditures
and
forecasted
final
costs
are
provided.
4. Validated
change
• approved
changes
that
result
from
the
Perform
Integrated
Change
Control
process
require
valida2on
to
ensure
that
the
change
was
appropriately
implemented
at
Control
Quality
process.
Copyright@STEVBROS
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Management
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19. Inputs(1/2)
5. Work
Performance
Informa%on
• is
the
performance
data
collected
from
various
controlling
processes,
analyzed
in
context,
and
integrated
based
on
rela2onships
across
areas.
Examples
of
performance
informa2on
are
status
of
deliverables,
implementa2on
status
for
change
requests.
6. Enterprise
Environmental
Factors
• governmental
or
industry
standards,
organiza2on
work
authoriza2on
systems,
stakeholder
risk
tolerances,
and
PMIS.
7. Organiza%onal
Process
Assets
• organiza2onal
communica2on
requirements;
financial
controls
procedures;
issue
and
defect
management
procedures;
change
control
procedures;
risk
control
procedures;
process
measurement
database;
and
lesson
learnt
database.
Copyright@STEVBROS
Project
Management
Fundamentals
19

20. Tools
and
techniques
1. Expert
Judgment
2. Analy%cal
Techniques
• to
forecast
poten2al
outcomes
based
on
possible
varia2ons
of
project
or
environmental
variables
and
their
rela2onships
with
other
variables.
E.g.
Regression
analysis,
Grouping
methods,
Causal
analysis,
Root
cause
analysis,
Forecas2ng
methods
(e.g.,
2me
series,
scenario
building,
simula2on,
etc.),
Failure
mode
and
effect
analysis
(FMEA),
Fault
tree
analysis
(FTA),
Reserve
analysis,
Trend
analysis,
Earned
value
management,
and
Variance
analysis.
3. Project
Management
Informa%on
System
4. Mee%ngs
• may
be
face-­‐to-­‐face,
virtual,
formal,
or
informal.
They
may
include
project
team
members,
stakeholders,
and
others
involved
in
or
affected
by
the
project.
Copyright@STEVBROS
Project
Management
Fundamentals
20

21. Outputs
1. Change
Requests
• may
be
issued
to
expand,
adjust,
or
reduce
project
scope,
product
scope,
or
quality
requirements
and
schedule
or
cost
baselines.
Change
requests
may
include
correc2ve
ac2on,
preven2ve
ac2on,
defect
repair.
2. Work
Performance
Reports
• are
the
physical
or
electronic
representa2on
of
work
performance
informa2on
compiled
in
project
documents,
intended
to
generate
decisions,
ac2ons,
or
awareness.
Examples
of
work
performance
reports
include
status
reports,
memos,
jus2fica2ons,
informa2on
notes,
recommenda2ons,
and
updates.
3. Project
Management
Plan
Updates
4. Project
Documents
Updates
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Project
Management
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22. Perform
integrated
change
control
• The
process
of
reviewing
all
change
requests;
approving
changes
and
managing
changes
to
deliverables,
organiza2onal
process
assets,
project
documents,
and
the
project
management
plan;
and
communica2ng
their
disposi2on.
It
reviews
all
requests
for
changes
or
modifica2ons
to
project
documents,
deliverables,
baselines,
or
the
project
management
plan
and
approves
or
rejects
the
changes.
Copyright@STEVBROS
Project
Management
Fundamentals
22
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
4-­‐10
Page
94.

23. Inputs
1. Project
Management
Plan
• Output
of
the
Develop
PM
Plan
process
2. Work
Performance
Reports
• include
resource
availability,
schedule
and
cost
data,
and
earned
value
management
(EVM)
reports,
burnup
or
burndown
charts.
3. Change
Requests
• change
requests
may
include
correc2ve
ac2on,
preven2ve
ac2on,
and
defect
repairs.
However,
correc2ve
and
preven2ve
ac2ons
do
not
normally
affect
the
project
baselines—only
the
performance
against
the
baselines.
4. Enterprise
Environmental
Factors
• PMIS
5. Organiza%onal
Process
Assets
• change
control
procedures,
procedures
for
approving
and
issuing
change
authoriza2ons,
process
measurement
database,
project
documents,
configura2on
management
knowledge
base.
Copyright@STEVBROS
Project
Management
Fundamentals
23

24. Tools
and
techniques
1. Expert
Judgment
• judgment
and
exper2se
are
applied
to
any
technical
and
management
details
during
this
process
and
may
be
provided
by
various
sources,
for
example:
consultants;
stakeholders,
including
customers
or
sponsors;
professional
and
technical
associa2ons;
industry
groups;
SMEs;
and
PMO.
2. Mee%ngs
• CCB
is
responsible
for
mee2ng
and
reviewing
the
change
requests
and
approving,
rejec2ng,
or
other
disposi2on
of
those
changes.
3. Change
Control
Tools
Copyright@STEVBROS
Project
Management
Fundamentals
24

25. Outputs
1. Approved
Change
Requests
• Approved
change
requests
will
be
implemented
through
the
Direct
and
Manage
Project
Work
process.
The
disposi2on
of
all
change
requests,
approved
or
not,
will
be
updated
in
the
change
log
as
part
of
updates
to
the
project
documents.
2. Change
Log
• A
change
log
is
used
to
document
changes
that
occur
during
a
project.
These
changes
and
their
impact
to
the
project
in
terms
of
2me,
cost,
and
risk,
are
communicated
to
the
appropriate
stakeholders.
Rejected
change
requests
are
also
captured
in
the
change
log.
3. Project
Management
Plan
Updates
4. Project
Documents
Updates
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Project
Management
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25

26. Close
project
or
phase
• The
process
of
finalizing
all
ac2vi2es
across
all
of
the
Project
Management
Process
Groups
to
formally
complete
the
project
or
phase.
The
key
benefit
of
this
process
is
that
it
provides
lessons
learned,
the
formal
ending
of
project
work,
and
the
release
of
organiza2on
resources
to
pursue
new
endeavors.
Copyright@STEVBROS
Project
Management
Fundamentals
26
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
4-­‐12
Page
100.

27. Inputs
1. Project
Management
Plan
• Output
of
the
Develop
PM
Plan
2. Accepted
Deliverables
• include
approved
product
specifica2ons,
delivery
receipts,
and
work
performance
documents.
Par2al
or
interim
deliverables
may
also
be
included
for
phased
or
cancelled
projects
3. Organiza%onal
Process
Assets
• Include
project
or
phase
closure
guidelines
or
requirements
,
historical
informa2on
and
lessons
learned
knowledge
base.
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Project
Management
Fundamentals
27

28. Tools
and
techniques
1. Expert
Judgment
• Exper2se
is
available
from
many
sources,
including
other
project
managers
within
the
organiza2on,
PMO,
and
professional
and
technical
associa2ons.
2. Analy%cal
Techniques
• Examples
of
analy2cal
techniques
used
in
project
closeout
are
regression
analysis,
and
trend
analysis.
3. Mee%ngs
• Types
of
mee2ngs
include
lessons
learned,
closeout,
user
group,
and
review
mee2ngs.
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Project
Management
Fundamentals
28

29. Outputs
1. Final
Product,
Service,
or
Result
Transi%on
2. Organiza%onal
Process
Assets
Updates
• Project
files,
Project
or
phase
closure
documents,
Historical
informa2on
and
lessons
learned
informa2on
are
transferred
to
the
lessons
learned
knowledge
base
for
use
by
future
projects
or
phases.
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Project
Management
Fundamentals
29

30. Summary
• The
rela2on
among
change
request,
approved
change
request,
and
validated
change
request.
• The
rela2on
among
the
following
processes:
Perform
Integrated
Change
Control,
Control
Quality,
Direct
and
Manage
Project
Execu2on.
• The
difference
between
project
management
plan
and
project
document.
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Project
Management
Fundamentals
30

31. Ques2ons
for
review
Copyright@STEVBROS
Project
Management
Fundamentals
31
• You
did
the
good
job
at
this
chapter.
Please
complete
ques2ons
for
review
before
moving
to
next
chapter.